It can improve the position of enterprises in the minds of employees and other enterprises. Everyone has the psychology of contrast. Many people hope to get more things than others through their own efforts, and so does welfare. If the welfare of an enterprise is better than that of other enterprises, it is a kind of pride for employees inside the company and an object of learning and appreciation for people outside the company. For example, Glassdoor, an American employer evaluation website, ranks 25 American companies with the best salary and benefits in 20 14 years, and Google ranks first. A senior software engineer at Google told Glassdoor: "The company takes care of us and the benefits are quite high. Last year, our team went to Lake Tahoe, Las Vegas and Hawaii. The environment created by the company for employees makes us reluctant to go. " This promotion of the status of employees and other enterprises can also invisibly enhance the competitiveness and comprehensive level of other aspects.
Improve employees' job satisfaction. For example, GE invests 40% of employees' basic salary in various welfare policies, which can make employees feel the humanization of the company and the company's care and support for employees. Moreover, GE conducts an all-round satisfaction survey on employees every two years, and the feedback given is also aimed at employees' needs and opinions, which is highly praised by employees.
Many large modern state-owned enterprises and private enterprises in China have strong advantages in welfare, but the welfare policies of many enterprises have not stimulated employees. Through a large number of investigations and studies, Huaheng Zhixin's research group found that many enterprises have some bad tendencies, which reduces the incentive effect of enterprise welfare policies.
First, all employees tend to enjoy welfare. All employees in an enterprise have the right to enjoy welfare, which is called "egalitarianism". Equalization obliterates any difference in labor remuneration and denies the principle of distribution according to work for more work, and its harm is also very obvious: ① It has seriously dampened the production enthusiasm and enterprising spirit of employees. (2) The imbalance between labor remuneration and income is not conducive to the unity of employees. ③ It encourages employees' lazy thoughts, affects the improvement of labor productivity and economic benefits, and is not conducive to the rational allocation of production factors and the improvement of social productivity.
The second is the tendency of official standard, which shows that the higher the position, the more benefits. Once the "official" becomes the standard, there is only one standard left in the enterprise: compared with employees, the leader is always right. Under the oppression of this corporate culture, the welfare of some grassroots employees is not guaranteed, and the needs of employees are insignificant in the eyes of leaders, which leads to the continuous decline of grassroots employee well-being, increasing complaints, and more and more low efficiency and lack of enthusiasm at the grassroots level. The tendency of official standard is the most typical in state-owned enterprises and state-controlled enterprises. For example, Science magazine published in May 2009 revealed that Sanlu milk powder won the second prize of national scientific and technological progress in 2007 before the melamine scandal was exposed, but the first winner was not the scientific research personnel of the enterprise, but the leaders of the enterprise.
Third, corporate welfare tends to be long-term and fixed. Long-term refers to the fact that enterprises rarely change their welfare system after formulating it, and do not change with the development of enterprises; Fixation means that the welfare content always stays at a relatively early and basic level and does not change with the improvement of employee demand and social development situation. The welfare system is inflexible, and problems will naturally accumulate.
These three tendencies can't adapt to the rapidly changing enterprise development situation, which affects the implementation effect of enterprise welfare policy. The biggest victims are not only employees, but also enterprises themselves. Unreasonable welfare system is actually sacrificing the development prospects of enterprises.
Through years of practical experience and expert discussion, Huaheng Zhixin team suggests that a good welfare policy should meet the following aspects:
First, the content of welfare reflects the diversity of different people and provides different welfare combinations for different employees. According to Maslow's demand chromatography theory, human needs are divided into five categories from low to high like a ladder, namely, physiological needs, security needs, social needs, respect needs and self-realization needs. Employees in enterprises are independent individuals with different needs. Enterprises should inspect employees' welfare through various channels and give corresponding benefits according to their positions and performance.
Second, welfare should reflect the characteristics of corporate culture, and allocate more welfare to talents that enterprises need to encourage, so that talents can meet the needs of enterprises. Corporate culture is the basic belief and cognition established by enterprises to solve the problems of survival and development, which is considered effective by members of the organization and enjoyed and followed by them. It embodies the core proposition of enterprise management and the resulting organizational behavior. The welfare of enterprises is consistent with corporate culture, which can reflect the value orientation of enterprises. Enterprises implementing welfare measures with their own characteristics can also solve their own welfare problems and give employees a sense of belonging to welfare.